MBAC 5113Leadership and EthicsThis course provides the foundation for the two integrative themes of the MBA program—leadership and ethics. Leadership is examined from both a theoretical and practical perspective, with an emphasis on servant leadership. An ethical framework for management decision-making is established and used. Graduate learners are given the opportunity to explore their leadership styles and learn how to effectively apply them in leadership settings. Class 3.

MBAC 5203Organizational BehaviorAn examination of the theory and practice of organizational behavior management from the line manager’s perspective. The class examines the roles of individual differences, perception, learning, motivation, group dynamics, teams, conflict, stress, communication, power, politics, leadership, and other factors having an impact on individual job and overall organizational performance in contemporary organizations. Secular theories are examined, and then compared to important biblical principles and precepts. Computer-based and other experiential exercises are used to enhance learning and integration of key management skills related to managing human behavior at work. Emphasis is placed on the underlying causes of human behavior in organizations. Class 3.

MBAC 5213Managerial AccountingThis course presents a review of financial accounting techniques and an in-depth examination of the uses of accounting information from a management perspective. Students examine the preparation and analysis of financial reports for control, costing, methods, and systems of planning and control. Emphasis is placed on the use of computerized tools in the preparation and analysis of accounting reports. Class 3.

MBAC 5223Managerial EconomicsThis course is a detailed study of how economic principles affect the internal and external organizational environment. Market structure and alternative forms of organizational architecture are explored. The roles of bounded rationality and transaction costs in determining organizational effectiveness are examined. Class 3. Prerequisite: MBAC 5453 or equivalent..

MBAC 5453Quantitative MethodsThis course explores quantitative tools for managerial decision-making, laying a foundation for using these tools throughout the program. Some of the tools covered include linear programming, probability, descriptive statistics, analysis of variance, and regression models. Class 3.

MBAC 5503Managerial FinanceThis course is designed to help managers understand financial analysis so that they can work effectively with financial decision-makers in organizations. Topics covered include financial statement analysis, risk and return, discounted cash flow analysis, the cost of capital, capital budgeting, long-term financing, and working capital management.
Class 3. Prerequisites: MBAC 5213 and MBAC 5453..

MBAC 6163Cross-Cultural ManagementThis course represents a comprehensive introduction to and survey of international cultural management. Topics include national and organizational culture, managing transitions and relocations, diversity among global work cultures, and the business characteristics of host nationals from the world's most attractive business arenas. The strategic implications of managing a multinational firm are also examined.

MBAC 6503Strategic ManagementThis course is designed to integrate and summarize MBA course work and provide students with interrelated cases for study and analysis. In this course, graduate learners examine strategic processes that influence the direction of an organization. Students learn techniques for defining the mission and objectives of an organization, understanding competitive forces and industry dynamics, analyzing components of sustained competitive advantage, matching organizational strengths with environmental opportunities, and developing strategies and policies to achieve the organization’s mission and balance the interests of relevant stakeholders. Class 3. Prerequisite: All courses in the MBA sequence must be completed prior to enrolling in this course..